INTERVIEW: Mitja Plos, auditor of TÜV SÜD Sava d.o.o.

INTERVIEW: Mitja Plos, auditor of TÜV SÜD Sava d.o.o.

We have an exciting opportunity for you to gain insight into the work of an auditor responsible for enforcing international quality standards in a production environment. We recently interviewed Mr. Mitja Plos, who has extensive experience as an auditor for ISO 9001 and IATF, to discuss the assessment procedures, the significance of adhering to standards, and the advantages of obtaining certification for organizations.

  1. Could you share a bit about your background in ISO 9001?

I have a degree in mechanical engineering and initially worked in the field of hydraulic and pneumatic system planning and machine construction. Later on, I joined TAM Tehnološka oprema d.o.o. where I served as a quality manager and gained experience in meeting the ISO 900X series standards. I then moved to Vesna d.d., where I continued to work as an administrator of the quality management system and was appointed as the representative of quality management.

  1. Can you share your experience with ISO 9001 and IATF quality system audit?

In 1998, I began my career as an external auditor. In 2000, I joined Mistra QMS d.o.o. and completed the IATF assessor exam (at that time, based on ISO/TS 16949 standard). During my tenure, I worked as a consultant, lecturer, and assessor for ISO 9001, ISO/TS 16949, and VDA 6.1.

In 2006, I joined TÜV SÜD Sava, d.o.o. Since 2007, I have been a quality management representative, trainer, and auditor for ISO 9001 and IATF standards. Additionally, I am a coordinator for the automotive industry certification. With 25 years of experience as an assessor, including 23 years in the automotive industry, I have completed over a thousand assessments. I consider this experience to be quite a good mileage.

  1. Would you say you are strict in your auditing?

The certification TÜV SÜD Management Service has described us as being more demanding. While some might see this as a challenge, we consider it a point of pride. We aim to provide valuable assessments, and the only way to achieve this is by identifying quality issues. As we are not consultants, we cannot provide advice; instead, we focus on highlighting areas that need improvement. Our approach is not always popular with the auditees, who sometimes struggle to accept our findings. However, we believe the non-conformities we identify are an opportunity for growth, not a problem.

For example, one of our clients sought certification according to ISO 9001 and IATF 16949. They invited several certification companies for an interview and asked each one what made them stand out. When asked the same question, we replied that we write more and better quality issues than others. The owner and manager later said that chose to work with us because of this answer.

  1. How do you evaluate the role of management in establishing and maintaining the quality system?

It is important to understand that the standards for quality management systems are not merely technical standards, but are management standards as well. These standards can be considered “director’s standards”. However, the biggest issue with these standards is that many directors do not comprehend them, and view them as a separate system. They often prioritize their business system and tend to delegate the management of the quality management system to the quality management representatives. In many cases, the quality manager prepares the management review, and the director signs it without fully understanding it. In general, directors lack interest, knowledge, and understanding of ISO standards for quality management systems, which results in the standards not being utilized as much as they could be. It can be said that the standards are only used as much as the directors themselves use them.

  1. How can you encourage management and employees to work together to achieve quality goals?

You can do this by identifying areas of non-conformity in the company’s methods and implementing good corrective measures to eliminate them. By doing this, you can create a strong foundation for the system. Auditing is crucial to ensure compliance with standards, and compliance leads to better performance and customer satisfaction. The results of audits can show minor and major non-conformities, recommendations, and positive observations. Recommendations mean that there is a method that works but could be made more effective (for example, by reducing costs). It’s crucial to approach non-compliance as a chance for growth and development, rather than a burden. By addressing non-conformities, you can enhance customer satisfaction and overall business performance. When presenting quality issues that pose a risk, it’s vital to communicate in a way that enlightens management and employees about the potential danger. This requires a certain level of skill and tact, and it’s important to showcase non-conformity as an opportunity for improvement.

  1. Did you observe any improvement in the Slovenian companies during the auditioning?

Measuring the progress or decline of a company can be demonstrated by its performance and efficiency indicators, which are influenced by various factors. However, it is difficult and often impossible to directly link the effects of external audits to performance and effectiveness indicators. There is no concrete evidence that the findings of an assessment and corrective/preventive measures taken have significantly improved certain indicators, such as the number of complaints. Nonetheless, companies often acknowledge that quality audits have assisted in improving their systems.

  1. How do you see the impact of digital innovations on the quality assurance system?

The issue with these technologies is that they are becoming increasingly complex, and it can be challenging to monitor them as screeners due to the sheer volume. One crucial aspect of production evaluation is assessing how product and process characteristics are managed. As an auditor, I often find it difficult to understand the technology, as assessments are time-limited, and I need someone who can quickly and easily explain how the technology works.

  1. What advantages does digitalization bring to you as an auditor?

It has become more challenging to make audits with the rise of information-based systems. When documents were in paper form, it was easier to compare and have an overview of them. However, technology has become necessary for better and faster data management. For instance, production workers who lack time to fill out paper forms or have dirty or greasy hands find it easier to use digital panels. These panels are easier to clean and can be used even with dirty hands.

  1. Have you ever encountered any issues with digital tools?

Let me give you an example. There was a company that had all their data digitized and relied solely on the digital format. Unfortunately, they experienced a cyber attack, which resulted in the system being down for a whole year. It took them that long to re-enter all the data and get the system back up and running. Since then, they’ve been using a paper version in parallel with the digital format to ensure they have a backup plan in case of a similar incident.

Companies often try to save money by limiting the number of licenses for their systems. This can create issues when only one representative is allowed to use the system, which can lead to delays in handling and closing complaints. In industries like automotive, where complaints need to be resolved within a time limit, it’s often necessary to update documents like FMEA as part of the process. However, if the company has a limited number of licenses, they may not be able to update the document and close the complaint in time.

  1. What are the implications of digitization for the future?

As auditors, we recognize that digital tools can significantly streamline and simplify production processes. One benefit of digital systems is the automatic updating of documents, including management plans and reference materials. While some auditors may not be enthusiastic about digitalization and prefer to work with paper, we must be willing to accept and adapt to new ways of working.



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